發(fā)布時(shí)間：2018-05-24 07:23

  本文選題：信發(fā)集團(tuán) + 人力資源管理��； 參考：《陜西師范大學(xué)》2015年碩士論文

【摘要】：隨著改革開放進(jìn)入第38個(gè)年頭,我國的民營企業(yè)一路發(fā)展,已經(jīng)由當(dāng)初零星存在的小作坊、鄉(xiāng)鎮(zhèn)企業(yè)等工商業(yè)的萌芽逐步成長為我國現(xiàn)有經(jīng)濟(jì)體制下一支推動(dòng)我國經(jīng)濟(jì)社會快速健康穩(wěn)定向前發(fā)展的關(guān)鍵力量。而在實(shí)際生產(chǎn)經(jīng)營過程中,民營企業(yè)往往因?yàn)榘l(fā)展時(shí)間短,組織結(jié)構(gòu)不健全,薪酬結(jié)構(gòu)不合理等原因,始終無法對所需人才產(chǎn)生足夠的吸引力,在人才引進(jìn)、使用等諸多方面存在問題。因此,如何提高企業(yè)激勵(lì)措施的激勵(lì)效率,發(fā)揮激勵(lì)在優(yōu)化企業(yè)人力資源中的巨大作用,成為我國廣大民營企業(yè)特迫切需要解決的關(guān)鍵問題。本文以信發(fā)集團(tuán)這一具有家族企業(yè)屬性的民營企業(yè)為研究對象,通過梳理、歸納并充分借鑒國內(nèi)外相關(guān)激勵(lì)理論,在對信發(fā)集團(tuán)員工滿意度及和需要狀況進(jìn)行調(diào)查統(tǒng)計(jì)分析的基礎(chǔ)上,運(yùn)用文獻(xiàn)分析、理論分析和調(diào)查統(tǒng)計(jì)分析相結(jié)合的方法,對信發(fā)集團(tuán)現(xiàn)有的員工激勵(lì)的實(shí)施狀況和效果進(jìn)行現(xiàn)象描述并分析,發(fā)現(xiàn)企業(yè)在該方面存在的一系列問題,對其產(chǎn)生的原因進(jìn)行剖析,最終提出信發(fā)集團(tuán)員工激勵(lì)的優(yōu)化方案。一方面可以提升該企業(yè)現(xiàn)有激勵(lì)措施的激勵(lì)效率；另一方面則可以為有相似激勵(lì)問題的民營企業(yè)提供借鑒和解決思路。論文共分六章,分別為緒論,論文選題研究的理論基礎(chǔ),企業(yè)員工激勵(lì)現(xiàn)狀分析,員工激勵(lì)優(yōu)化方案設(shè)計(jì),化方案實(shí)施的保障措施和最后結(jié)論。本文綜合認(rèn)為信發(fā)集團(tuán)員工激勵(lì)優(yōu)化是一個(gè)牽一發(fā)而動(dòng)全身的系統(tǒng)工程,結(jié)合信發(fā)集團(tuán)運(yùn)營狀況需要從物質(zhì)、精神和工作三個(gè)方面進(jìn)行優(yōu)化方案的設(shè)計(jì),同時(shí)輔之以績效考核制度、企業(yè)文化建設(shè)、管理層支持這三個(gè)方面的保障措施來確保優(yōu)化方案的順利實(shí)施�；谝陨险J(rèn)識,本文提出要建立“人性化的管理理念、公平公正的薪酬分配體系、科學(xué)合理的績效考核制度、管理層高度重視,兼顧員工個(gè)人發(fā)展和企業(yè)文化建設(shè)”的一條龍式優(yōu)化方案。以上措施環(huán)環(huán)相扣,密不可分,能發(fā)揮激勵(lì)從內(nèi)到外在,從物質(zhì)到精神,從長期與短期的綜合激勵(lì)作用。
[Abstract]:With the reform and opening up to the outside world entering its 38th year, the private enterprises in our country have developed all the way from the small workshops that existed in the beginning. The germination of industry and commerce, such as township enterprises, has gradually grown into a key force to promote the rapid, healthy and stable development of China's economy and society under the existing economic system of our country. In the process of actual production and operation, private enterprises are often unable to attract enough talents because of short development time, imperfect organizational structure, unreasonable salary structure, and so on. Use and many other aspects of the problem. Therefore, how to improve the efficiency of incentive measures and how to play the role of incentive in optimizing the human resources of enterprises has become a key problem that the majority of private enterprises in our country need to solve urgently. This paper takes Xinfa Group, a private enterprise with family business attributes, as the research object, through combing, induces and fully draws lessons from the relevant incentive theory at home and abroad. On the basis of the investigation and analysis of the satisfaction degree and the needs of the employees in the information and development group, the methods of combining literature analysis, theoretical analysis and investigation and statistical analysis are used. This paper describes and analyzes the implementation status and effect of current staff incentive in the information and development group, finds out a series of problems existing in the enterprise, analyzes the causes of the problems, and finally puts forward the optimization scheme of the staff incentive in the information and development group. On the one hand, it can improve the incentive efficiency of the existing incentive measures; on the other hand, it can provide reference and solution for the private enterprises with similar incentive problems. The thesis is divided into six chapters, which are the introduction, the theoretical basis of the research, the analysis of the current situation of employee motivation, the design of employee incentive optimization scheme, the measures to ensure the implementation of the scheme and the final conclusion. In this paper, the author thinks that the optimization of staff motivation is a systemic engineering, which needs to be designed from three aspects: material, spirit and work. At the same time, it is supported by the performance appraisal system, the construction of corporate culture and the support of management to ensure the smooth implementation of the optimized scheme. Based on the above understanding, this paper proposes to establish "humanized management concept, fair and just salary distribution system, scientific and reasonable performance appraisal system, highly valued by management," Take into account the personal development of employees and the construction of corporate culture, "one-stop optimization program." The above measures are inextricably linked, and can play a comprehensive role of motivation from inside to outside, from substance to spirit, from long term to short term.
【學(xué)位授予單位】：陜西師范大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F426.32

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本文編號：1928198